This case study is based on the situation of a client of the Covenant Group. Names and details have been changed to preserve privacy.

“Client service presents a bit of a conundrum,” I offered. “When it is good, few people notice; but when it slips up, even just a bit, everyone feels maligned. Today, everyone expects good service, and it is only its absence that catches the attention of clients.”

I was responding to Henry’s comments about making exceptional client service a differentiating factor in his business. We had been working together for several weeks to design and implement a plan to take his business to new heights. Henry’s assignment following our last meeting was to establish the service standard he intended to institute within his practice.

“So, Henry, let’s suppose that I am one of your ‘A’ clients,” I said, “What can I expect in the way of client service?”

“Well,” he responded, “I followed the same process we used in designing our pipeline-management process. I put myself in the shoes of one of my very best clients and asked, ‘How would I like to be treated?’ I was somewhat surprised by my answer because I think most of my best clients are pretty sensible when it comes to service. Sure, a few call or come into the office playing the ‘big account’ card and demanding special attention. But, generally, their expectations are reasonable. So, then, I asked myself: ‘What would I have to do to exceed those expectations?’”

“Exceeding expectations is one way to make you stand out, for sure,” I agreed. “Tell me how you are going to do that for me, your typical ‘A’ client?”

“The general rule is: the higher the value of the client, the more you need to demonstrate that you care,” Henry said. “So, here is my ‘A’ client service offer:

> “Immediate access to me. My team will know that if you call or show up unexpectedly at the office, I am to be interrupted from whatever I am doing to speak or meet with you. The only exception will be if I am engaged with another ‘A’ client.

>  “If, for whatever reason, I cannot speak or meet with you immediately, my executive assistant will take my place. If she can’t fix things for you, she will commit to meeting with me at the first opportunity to deal with your needs.

>  “Our target will be 24-hour turnaround for any service request, if at all possible.

>  “Quarterly reviews of your portfolio, with at least two of those reviews being face to face.

> “Invitations for you and your guest to our private annual top client portfolio manager dinner.

>  “Invitations for you and your guest to all client appreciation events.

> “Monthly e-mail newsletter.

>  “Special occasion and holiday cards, articles of interest, etc.”

“Excellent,” I congratulated Henry. “You have 20 or so touches of various types a year in there, plus some exclusive events. Now, what if I am a ‘B’ client?”

“Each client segment receives a service commitment that is a subset of the next higher one.” Henry replied. “‘B’ clients, for example, get access to me if I am available; however, we will work hard to position our office manager as their ‘go to’ person for service. She will strive to achieve a 48-hour turnaround. Portfolio reviews will be done semi-annually, with one of them being face to face. They won’t be part of our portfolio manager dinner but will be invited to all client appreciation events, receive the monthly newsletter and cards, etc. The rest of our clients will be assigned to other team members who can give them royal treatment. ”

“Once again, I congratulate you, Henry,” I offered. “You have been very thoughtful about this. Now, my question is: ‘Is everyone in your office equipped to carry out their respective client service roles?’”

“I believe so,” Henry responded. “They are good people who have always tried to treat all clients well.”

“Of course,” I acknowledged, “I was thinking more specifically about the three things most of us require to do a job well: knowledge, skills and temperament.

“On the skills front, client service often involves having to communicate or even negotiate with others,” I continued. “Will all team members be comfortable with their abilities in these areas? Will they be clear on their authority and know how to access other resources if required?

@page_break@“Then, there is the very basic matter of working with technology. I recall another practice in which everyone was to record all client contacts and information gathered or disseminated in the firm’s CRM system. Unfortunately, staffers received inadequate training on how to do that. The result was a mishmash of information, haphazardly arranged and full of holes. It rendered the CRM system virtually useless for client relationship management.

“Finally, it is easy for us to overlook how important it is to have the right temperament for the client service role. There will be times when some clients will simply have unrealistic demands. Some will be rude and inconsiderate. On the other side of the equation, system flaws or obstinate people at suppliers or in your own head office can be terribly frustrating when you are trying to do your best for a client. It takes a strong, positive disposition to get through times like that.”

“Anything else?” Henry asked.

My mischievous side was aching to come out, so I half-jokingly said: “There’s lots more, Henry. Earlier, I mentioned a CRM system. Do you have one that meets your client information needs? What about other technologies, such as planning tools, investment policy statement generators, presentation software, shared calendars and research databases?

“I know it is not how you want to spend your time,” I added, “but, like it or not, you have a business to manage. That means you need information-management systems for accounting and human resources. For example, do you have a performance evaluation system that is fair and understood by everyone so they know how they are being measured in their jobs? Is there a career development program that supports team members who want to upgrade their knowledge and skills?

“At a more fundamental level, do you have regular team meetings to keep everyone ‘in the loop’ and to provide an opportunity for input and feedback? And, speaking of feedback, do you plan to conduct regular client satisfaction surveys to check on whether your clients feel they are getting the level of service you think you are providing?”

“Whoa!” Henry protested. “Just when I thought I was done with all the questions, you come up with a thousand more.”

“That’s my role here, Henry,” I answered with a chuckle. “Seriously, though, there is no need for you to feel down at all. You have done a great job re-engineering your business. Much of what we have just talked about, you already have in place. It is now a relatively straightforward exercise of auditing your practice to see what is there, what is missing, what is working and what needs to be fixed.

“My purpose in bombarding you with a long list of requirements was, first of all, to make sure you looked at them. But, more important, also to emphasize that this is a real business you have going here. It has significant economic potential for you and others; it provides careers for your team members and social benefit to your community. Most of all, it endows your clients with confidence and peace of mind. These are all significant responsibilities. I want you well equipped to meet them. Are you OK with that?”

“I not only accept those responsibilities,” Henry answered, “I relish them.” IE

George Hartman is a coach and facilitator with the Covenant Group and CEO of Market Logics Inc. in Toronto. He can be reached at george@covenantgroup.com.

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